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Micro-inequity is a theory regarding ways in which individuals are either singled out, overlooked, ignored, or otherwise discounted based on unchangeable characteristics such as race or gender. Micro-inequities, micro-affirmations, and micro-advantages all fall within the broader category of micro-messaging. All three represent ways to send subtle messages, negatively or positively.

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  • Micro-inequity (en)
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  • Micro-inequity is a theory regarding ways in which individuals are either singled out, overlooked, ignored, or otherwise discounted based on unchangeable characteristics such as race or gender. Micro-inequities, micro-affirmations, and micro-advantages all fall within the broader category of micro-messaging. All three represent ways to send subtle messages, negatively or positively. (en)
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  • Micro-inequity is a theory regarding ways in which individuals are either singled out, overlooked, ignored, or otherwise discounted based on unchangeable characteristics such as race or gender. Micro-inequities, micro-affirmations, and micro-advantages all fall within the broader category of micro-messaging. All three represent ways to send subtle messages, negatively or positively. According to the theory, micro-inequities are subtle, often sent unconsciously or consciously, messages that devalue, discourage and impair workplace performance. They are conveyed through facial expressions, gestures, tone of voice, choice of words, nuance and syntax. Repeated sending, or receiving, of micro-inequities can erode commitment and loyalty, and have the cumulative effect of disintegrating performance within the group. As they are characteristically subtle, "only the most astute and aware communicators recognize how [micro-messages] are received and perceived," as described in The Star-Ledger article, "Micro-messages Matter" by Steve Adubato. These messages can reveal more about the true nature of a relationship than the surface words alone. They function as the core of how unconscious bias is communicated and how workplace inclusion is experienced. In the Profiles in Diversity Journal article "The DNA of Culture Change", Joyce Tucker states, "Organizations have done a great job at controlling the big, easily-seen offensive behaviors but have been somewhat blind to what is rarely observed. Organizations have done great work at controlling the few elephants, while being overrun by a phalanx of ants. Listening with your arms folded, losing eye contact with the person you're speaking with, or even how you move your lips to shape a smileā€”in any given conversation, we may send hundreds of messages, often without even saying a word. Just as television or radio waves surround us yet we never see them, these micro-messages are just as pervasive and nearly as difficult to discern." (en)
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